Tuesday, August 3, 2010


n the mid-stream changes in the increasingly intense business environment, it seems every company is required to have the adaptability and responsiveness of higher. The reason is clear: without the ability to perform constant self-transformation, a company at risk for drowning, and then bounced off by the current wave of change that continues to run without knowing tired.
In a real context, we are often treated by a drama about the transformation process that acted by many companies - both of which ended in success or failure in the middle of the road. We for example see how IBM technology rakasasa perform the transformation process to prevent him from death

pathetic in the early 90's. As we know, at that time, IBM's globally are on the verge of bankruptcy because of losses suffered more than 7 billion U.S. dollars. New competitors are more agile come ambushed and cake eroding IBM's business - first slowly, but after a long time felt more and make IBM's assault giddy - like a giant loss of oxygen to breathe.
Luckily at that time IBM officials knew, and immediately perform a fairly radical transformation process: ie change its core business of hardware providers such as mainframes and desktops become more berokus on technology consulting services. The reason, business consulting services and is no longer selling the hardware business, which is considered more representative of the future. Of course, this drastic change immediately demanded a change in all aspects of the work operations of IBM, both in the way of its human resources management, knowledge management processes, and also how it markets its products services. Now after more than 10 years, the transformation process seems to show results worthy of applause. Currently, IBM is still able to establish himself as the world's largest technology company with revenues of more than 100 billion U.S. dollars annually.
Proverbs shows that the transformation process is a kensicayaan perhaps inevitable. The issue, through the process of transformation of the company or corporate transformation was to go through a long path, steep winding nan. From some experience of best practices that can be observed, there are a number of elements that can bring the success of the transformation process. The first, of course, is the vision and future strategy especially clear, coherent, and is believed to be able to take the company towards glory. The successful transformation of IBM, one of them, because they begin with a clear vision of market direction of future technologies, and how they should seize it.
The next element is a credible leadership (consistent between vision to action) and is also capable (has a range of management skills to inspire others to move toward the direction of change to be achieved). No less important, this solid leadership should not only exist in top management but also to spread evenly at the middle management. Because, in many cases, the process of change involving all aspects of the company in desperate need of strong leadership at the middle level. Middle management is what will ensure that the vision and strategic direction from top management can be articulated kesegenap employees - and on their shoulders as well, rill implementation of the strategy was operationalized. Thus, they have a critical role in ascertaining whether the change could be a vision in a concrete walk or just stay imagined shadow sheer fantasy.
Vision and clear strategic direction changes; accompanied with a good solid leadership from the top or mid-level management are core elements that often colors every successful transformation process. These three elements must be considered is what may be the way to change the imagined. A process of change that had to be done, especially if a company wanted to live

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